The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Change Management: Targeting the Human Element to Ensure Successful Implement...Felicia Mattson
The primary driver underlying the need for a change management program is the need to alter human behavior. Mount Sinai's Program Management Office understood their EMR implementation could not be successful utilizing traditional IT methods so it rolled out a robust Change Management plan to ensure a successful go live.
Introduction for Nursing Executives to innovation strategies and methods to impact and drive clinical outcomes and improve care delivery in healthcare.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
The 'how to' guide box set is complemented by an e-version, containing 14 podcasts. These cover topics such as the 'enabling' tools, communications skills, DNACPR, environments of care, implementing care after death guidance and the use of data and metrics.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
Change Management: Targeting the Human Element to Ensure Successful Implement...Felicia Mattson
The primary driver underlying the need for a change management program is the need to alter human behavior. Mount Sinai's Program Management Office understood their EMR implementation could not be successful utilizing traditional IT methods so it rolled out a robust Change Management plan to ensure a successful go live.
Introduction for Nursing Executives to innovation strategies and methods to impact and drive clinical outcomes and improve care delivery in healthcare.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
The 'how to' guide box set is complemented by an e-version, containing 14 podcasts. These cover topics such as the 'enabling' tools, communications skills, DNACPR, environments of care, implementing care after death guidance and the use of data and metrics.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
Effective change management requires two components--an individual change management model that describes how a single person makes a change and an organizational change management process that supports the process and tools practitioners use.
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
Partnering with Project Managers Prosci CoP Webinar March 2016Catherine Smithson
Top Tips for Partnering Successfully with Project Managers - today's Prosci Community of Practice Webinar, drawing on the know how of our consulting team.
Educational Administration Practices with Total Quality Management (TQM)Timothy Wooi
This program focus on Quality Assurance and managing Organizational Change through Total Quality Management (TQM) and its application in a School setting; to provide and equip Participants with a better understanding of TQM and its practices.
to adopt TQM principles and practices to ensure best Quality delivered to customers.
to use quantitative methods to continuously improve organization’s processes, products and services.
Course Content
Quality Assurance and managing Organizational Change
TQM and its Application in School settings
Tools and Techniques for Total Quality Management
Steps in TQM Implementation building the Dream School
Advanced Standards for Quality School Systems
Introducing ISO 9001 International Quality Assurance and Lean Six Sigma
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
ECR Europe Forum '08. Implementing sustainable changeECR Community
Implementing sustainable change
We may agree that we need to change the current business models of our industry. But how do we implement this change in a sustainable way? Hear from leading retailers the challenges they face to manage change throughout their organisations and the role academia can play to help them implement sustainable change.
Speakers: Dan Jones, Lean Academy; Katerina Pramatari, Athens University.
Facilitated by the International Commerce Institute.
Prosci Change Management Workshop for Project Managers Info Webinar (30 mins)Prosci ANZ
Learn more about Prosci's 1 day Change Management Workshop for Project Managers and specialists, available as a public and in house program by Being Human.
Effective change management requires two components--an individual change management model that describes how a single person makes a change and an organizational change management process that supports the process and tools practitioners use.
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
Partnering with Project Managers Prosci CoP Webinar March 2016Catherine Smithson
Top Tips for Partnering Successfully with Project Managers - today's Prosci Community of Practice Webinar, drawing on the know how of our consulting team.
Educational Administration Practices with Total Quality Management (TQM)Timothy Wooi
This program focus on Quality Assurance and managing Organizational Change through Total Quality Management (TQM) and its application in a School setting; to provide and equip Participants with a better understanding of TQM and its practices.
to adopt TQM principles and practices to ensure best Quality delivered to customers.
to use quantitative methods to continuously improve organization’s processes, products and services.
Course Content
Quality Assurance and managing Organizational Change
TQM and its Application in School settings
Tools and Techniques for Total Quality Management
Steps in TQM Implementation building the Dream School
Advanced Standards for Quality School Systems
Introducing ISO 9001 International Quality Assurance and Lean Six Sigma
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
ECR Europe Forum '08. Implementing sustainable changeECR Community
Implementing sustainable change
We may agree that we need to change the current business models of our industry. But how do we implement this change in a sustainable way? Hear from leading retailers the challenges they face to manage change throughout their organisations and the role academia can play to help them implement sustainable change.
Speakers: Dan Jones, Lean Academy; Katerina Pramatari, Athens University.
Facilitated by the International Commerce Institute.
Prosci Change Management Workshop for Project Managers Info Webinar (30 mins)Prosci ANZ
Learn more about Prosci's 1 day Change Management Workshop for Project Managers and specialists, available as a public and in house program by Being Human.
Delivering Project Results and ECM Boot Camp Information WebinarProsci ANZ
Are you considering the best path to take for your professional development in 2017?
Learn more about how you can benefit from our 1 one day targeted Prosci workshops from our upcoming 30 minutes Information Webinars:
12.30 - 1.00pm Prosci Delivering Project Results: Change Management Workshop for Project Managers
Understand the business case for Change Management, learn how to connect the people side of change with benefit realisation, and gain an overview of the Prosci ADKAR model and 3 phase Change Management methodology.
Register
1.00 - 1.30pm - Prosci Enterprise Change Management (ECM) Boot Camp
Look past a project-by-project perspective, and learn and apply a practical approach for building organisational Change Management capability.
Purpose of the Call:
Change is challenging and getting staff clinicians and physicians to participate in quality improvement initiatives is often a struggle. Understanding the clinical perspective and developing effective change strategies can help.
By the end of this session participants will:
•understand why it is often difficult to engage with clinicians and physicians
•learn how to assess their change strategies for adoptability
•gain experience with the Highly Adoptable Improvement Model and Toolkit
Watch the webinar http://bit.ly/1A0mxOR
Bring Project Managers and Teams on board with Change Management - Prosci Del...Catherine Smithson
A free 30 minute information webinar on Prosci's one day Change Management workshop for Project Managers.
For the version with audio, visit https://youtu.be/VZ-jb-lAra8
Info Webinar: Prosci Workshop for Project ManagersProsci ANZ
Integrating change management and project management has been cited in numerous studies as a key contributor to overall project success. Build buy in for Change Management in this one day, hands on workshop specially designed for Project Managers, project teams, IT specialists and other professionals.
Program overview
Key takeaways
Q&A.
Transformation care together - presentationWirralCT
For the NHS to continue to meet patients’ changing needs in the 21st century and remain clinically and financially viable there must be a collective effort across the organisation to tackle variation in quality and outcomes at pace. To ensure trust clinical services develop in a way that supports this vision the trust has introduced a major transformation programme ‘Transforming Care Together’.
1.6 practical tools for transformational change - bradbury and mc naney (453)IFICEvents
AQuA is a NHS health and care quality improvement organisation at the forefront of transforming the safety and quality of healthcare. Over the last five years AQuA has gained a reputation in NW England for helping system leaders apply a systematic approach to transformational change, balancing development of technical improvement and change management skills with creating the environment for behavioural and cultural change.
The workshop content is evidence based, drawn from AQuA’s portfolio of integrated care and transformation programmes. AQuA’s integrated care programmes have been externally evaluated by OPM (Office of Public Management) demonstrating positive benefit for participants. The workshop will include practical examples of AQuA’s work supporting capability and capacity building for transformation as well as evidence from AQuA’s portfolio of quality and safety improvement and integrated care.
Workshop aims:
• Explore approaches to behavioural and technical change across systems
• Share tools to create shared purpose and alignment of change roles
• Discuss how to test, scale, spread and sustain improvements
• Explore how to create a culture for continuous improvement, creating alignment and distributed leadership across systems
Target participants:
Executive directors, senior manager and clinicians, programme directors, OD and improvement specialists, attending as individuals or system leadership teams.
La mobilisation des équipes de projets pour sortir gagnant de la crisePMI-Montréal
Le contexte de la pandémie de la COVID-19 et les bouleversements qui l’entourent sont anxiogènes et sources de stress pour les équipes de projets. En effet, une inquiétude généralisée se fait ressentir face à une menace réelle qui peut mettre en péril non seulement le bien-être des équipes de projets, mais également la survie des projets. De plus, ce contexte a obligé les organisations à revoir quotidiennement leurs façons de faire, en instaurant des mesures telles que télétravail, la distanciation physique et le réaménagement des milieux de travail. Or, l’ampleur et la rapidité de ces changements engendrent de l’anxiété, un sentiment d’isolement et de perte d’efficacité, une peur constante de perdre son emploi, pour n’en citer que ceux-là, et nécessitent donc de garder son équipe de projets mobilisée et productive.
Il est donc primordial pour le bien-être des équipes de projets et pour le succès des projets que les organisations créent un environnement favorable à la mobilisation et développent des stratégies pour agir sur la mobilisation de leurs employés. Ceci, afin que ces derniers puissent démontrer des comportements discrétionnaires de mobilisation porteurs de grande valeur ajoutée au succès des projets
Le but de cette conférence est donc de mettre en évidence l’importance de la mobilisation des équipes de projets et de proposer des stratégies et des leviers de mobilisation.
Adoption du changement : êtes-vous prêts?PMI-Montréal
La littérature en gestion du changement a grandement évolué au cours des 30 dernières années. Durant ce temps, la prédisposition organisationnelle au changement ou « organizational readiness for change » a émergé comme un concept pouvant influencer le succès d’un projet. Lors de ce webinaire, nous allons explorer la définition du concept de prédisposition organisationnelle au changement, et les éléments pouvant influencer les perceptions des individus envers celui‑ci. Ceux-ci peuvent inclure les contextes environnemental, organisationnel, projet et individuel.
Nous allons complémenter en explorant l’application et l’évaluation de ce concept via des études de cas pratiques. Nous nous attarderons notamment sur les différents outils et approches de mesure de la prédisposition organisationnelle, et particulièrement l’importance d’évaluer continuellement l’évolution de celle-ci dans le temps.
Nous allons conclure en explorant l’impact d’imprévus sur la prédisposition organisationnelle au changement, par exemple, l’influence de la crise sanitaire et des mesures de confinement sur l’adoption de technologies numériques.
This workshop discusses how to frame, design and structure change with the Change Canvas. The change canvas is a core component of the Lean Change Method, we will navigate together the sections of this effective and powerful tool to help you get started with approaching change using Lean Thinking!
Leadership responsable : mettez votre masque d’oxygène en premier!PMI-Montréal
Les véritables leaders se révèlent en situation de crise. Une fois le choc passé, on comprend maintenant que les effets de la pandémie actuelle se feront sentir sur une longue période. Il est donc important de se mettre en mode « marathon » plutôt que d’adopter le rythme d’un sprinter afin de prévenir l’épuisement physique et psychologique. Qui prend soin de ceux qui prennent soin? La capacité à prendre soin de soi de façon responsable est à la base de l’intelligence émotionnelle. Elle permet d’être plus à l’écoute de l’autre et plus disponible pour agir efficacement en situation difficile.
Delegation Poker - Responsabilisez vos équipes et amenez-les vers une grande ...PMI-Montréal
Le but du Delegation Poker est de lancer une réflexion collective sur les différents niveaux de délégation sur des actions du quotidien et ce, via des discussions. Cela favorise la compréhension mutuelle et l'empathie La délégation aide les managers à transférer progressivement les responsabilités à une équipe. Le manager donne plus de pouvoir à l'équipe sans renoncer totalement à son implication. C'est une étape majeure vers des équipes auto-organisées.
Agile et gestion du changement - Au-delà du Manifeste et de la méthodologie PMI-Montréal
Le terme Agile peut être abordé sous plusieurs angles. Dans le cadre de cette session, nous nous intéresserons aux enjeux et défis qui entourent le développement et la livraison en mode Agile et nous discuterons des pistes de solutions pour assurer l’adoption et l’atteinte des objectifs escomptés.
Agilité comportementale – Comment adapter ses comportements en temps de crise...PMI-Montréal
La crise de la COVID-19 a pour double effet d’accélérer certains changements antérieurs à cet évènement et de créer des ruptures radicales dans nos façons de travailler et de vivre. Ainsi, nous avons été contraints d’adapter nos comportements pour survivre en période de pandémie. Nous devrons les adapter à nouveau à la sortie de cette crise pour retrouver performance et bien-être dans nos vies.
Découvrez comment l’agilité comportementale permet de s’adapter dynamiquement aux nombreux bouleversements que nous vivons et que nous allons continuer à vivre au-delà cette crise.
Votre conférencier vous fera voyager dans l’univers des comportements agiles en illustrant son propos par des exemples concrets, une petite dose de théorie, le tout accompagné de nombreux échanges pour coller à votre réalité.
Le Design Thinking : Penser et agir autrement pour trouver des solutions diff...PMI-Montréal
Le Design Thinking est une approche de résolution de problème centrée sur les besoins et axée sur l’empathie, la collaboration et l’innovation. Elle vise à développer de nouvelles solutions qui créent de la valeur pour les personnes et l’organisation. Cette approche est reconnue à l'international et enseignée dans les grandes universités comme Stanford, Harvard, Université de la Virginie, Rotman, etc.
COVID-19 et Télétravail - Comment garder votre équipe de projet productive et...PMI-Montréal
Le but de cette conférence est de sensibiliser les gestionnaires de projet sur le vécu et fonctionnement psychologique et neuropsychologique des employés en situation de pandémie, ainsi qu’à proposer des moyens de favoriser la santé individuelle et organisationnelle, afin de permettre l’avancement individuel et en groupe des divers projets à mener à terme en télétravail.
Matinee PMI-Montréal - Softskills, incontournable pour l'ingénieur en gestion...PMI-Montréal
Les soft skills, un incontournable pour l’ingénieur en gestion de projet.
Dans un monde de travail de plus en plus mouvant et concurrentiel dont les règles des structures et de l’organisation du travail ont connu un profond bouleversement, les rôles des ingénieurs sont plus que jamais en train de se métamorphoser. En effet, la pratique professionnelle quotidienne actuelle de l’ingénierie nécessite non seulement des compétences techniques, mais également des soft skills dans l’interaction avec les divers interlocuteurs. Les organisations ont besoin d’ingénieurs capables d’interagir avec d’autres services et de communiquer efficacement avec des partenaires extérieures, tout en ayant un esprit d’initiative et d’équipe, une capacité d’adaptation au changement, du leadership, etc. C’est rendu aujourd’hui une évidence ! Quelle que soit sa position hiérarchique, l’ingénieur doit détenir en plus de son savoir-faire et de ses compétences techniques (ou hard skills) des compétences plus douces dites soft skills.
Le but de cette conférence est donc de mettre en évidence l’importance des soft skills en gestion de projets, tout en ressortant celles qui sont les plus demandés par les employeurs.
Matinée 11 février 2020 - Priorisation d'un portefeuille de projetPMI-Montréal
Les soft skills, un incontournable pour l’ingénieur en gestion de projet.
Dans un monde de travail de plus en plus mouvant et concurrentiel dont les règles des structures et de l’organisation du travail ont connu un profond bouleversement, les rôles des ingénieurs sont plus que jamais en train de se métamorphoser. En effet, la pratique professionnelle quotidienne actuelle de l’ingénierie nécessite non seulement des compétences techniques, mais également des soft skills dans l’interaction avec les divers interlocuteurs. Les organisations ont besoin d’ingénieurs capables d’interagir avec d’autres services et de communiquer efficacement avec des partenaires extérieures, tout en ayant un esprit d’initiative et d’équipe, une capacité d’adaptation au changement, du leadership, etc. C’est rendu aujourd’hui une évidence ! Quelle que soit sa position hiérarchique, l’ingénieur doit détenir en plus de son savoir-faire et de ses compétences techniques (ou hard skills) des compétences plus douces dites soft skills.
Le but de cette conférence est donc de mettre en évidence l’importance des soft skills en gestion de projets, tout en ressortant celles qui sont les plus demandés par les employeurs.
Comment animer un atelier de gestion de risques?PMI-Montréal
La gestion de risques est un élément central dans les responsabilités du contrôleur de projet. Il se doit de valider son registre de risques afin de confirmer les impacts et les enjeux qui pourraient nuire au projet. Le PCO projet joue donc un rôle auprès de l'équipe projet et du gestionnaire de projet à titre de garant des informations. Comment s'y prend-t-il ? Quel est la limite entre son rôle et celui du gestionnaire de projet ?
À travers un atelier de réflexion sur la position entre le PM et le PCO, nous verrons également quelles sont les actions à prendre pour garantir une bonne gestion de risques et s'assurer un bon déroulement de projet.
Venez réfléchir avec nous et nous faire part de votre expérience !
Se réapproprier la gestion BIM avec annexesPMI-Montréal
Par les nombreuses initiatives de déploiement des clients publics comme privés, les projets BIM se multiplient dans le paysage québécois de la construction. Les gestionnaires de projet (qu'ils soient du côté des professionnels, donneurs d'ouvrage ou entrepreneurs), parfois impliqués pour la première fois sur ce type de projet, peuvent avoir le réflexe de déléguer toutes les tâches liées au BIM à leur équipe technique ou leur équipe de production, alors que les composantes les plus importantes du BIM sont directement et intimement liées à la gestion de projets.
La présentation survolera l’aspect gestion de projets BIM en faisant le pont entre les composantes BIM et les notions de gestion de projet pour familiariser les participant(e)s avec les aspects incontournables de la gestion des projets BIM.
MATINÉE - BÂTIR UN PROJET DE VILLE/DESTINATION INTELLIGENTE : ENTRE L'UTOPIE ...PMI-Montréal
Le concept de smart city a le vent dans les voiles et plusieurs villes à travers le monde se sont engagées dans des projets de ville intelligente dans la perspective d’améliorer les services rendus aux citoyens. À travers l’étude de cas de Montréal, les chercheurs tentent de comprendre comment les acteurs, et plus particulièrement touristiques, ont été mobilisés, ou pas, dans la construction du projet de ville intelligente de Montréal qui a été désigné en 2016 comme la communauté la plus intelligente au monde par l’Intelligent Community Forum. Le concept de smart city a le vent dans les voiles et plusieurs villes à travers le monde se sont engagées dans des projets de ville intelligente dans la perspective d’améliorer les services rendus aux citoyens. À travers l’étude de cas de Montréal, les chercheurs tentent de comprendre comment les acteurs, et plus particulièrement touristiques, ont été mobilisés, ou pas, dans la construction du projet de ville intelligente de Montréal qui a été désigné en 2016 comme la communauté la plus intelligente au monde par l’Intelligent Community Forum.
La gestion de projet dans l'industrie 4.0PMI-Montréal
La gestion de projet dans l’Industrie 4.0
La conférence portera sur la gestion de projet dans l’aire technologique de l’industrie 4.0. La révolution de la collecte de données, de l’analyse de ces données et partage de ces données apporte de nouveaux défis pour les gestionnaires de projets. Que ce soit avant, pendant ou après le projet : les innovations technologiques sont une considération importante pour la livraison des projets du futur.
Matinée PMI - De gestionnaire de projet à producteur exécutif!PMI-Montréal
Vous êtes passionné par le cinéma, la télévision, les spectacles, le théâtre, la musique, les grands événements, les festivals ou encore les jeux vidéo? Venez découvrir comment vous pouvez mettre à profit vos compétences en gestion de projets dans le secteur des industries créatives et ainsi fusionner vos deux passions.
Le Québec au fil des ans est devenu un centre mondial de développement de contenu créatif à tous les niveaux. Nos entreprises créatives exportent leur savoir-faire partout sur la planète et de ce fait, ont grandement besoins de producteurs capables de gérer des grands projets de création et production. La compétence en production exécutive permet de développer le côté affaire d’une création libérant ou renforçant le producteur qui doit s ‘assurer du succès de son contenu créatif avant tout.
PMI-Montréal - protection des données conformité gouvernance 2019 06 PMI-Montréal
Conférencier : Vincent Bureau, PMP, CIPP, MGP, MSc, MoP, Managing Benefits, PRINCE2
Expert en protection des données personnelles, Vincent est Project Management Professional & Certified Information Privacy Professional. Il est spécialisé dans l’opérationnalisation de la protection des données en conformité avec les lois RGPD, ePrivacy, PIPEDA. Son expérience comme Data Protection Officer et comme gestionnaire des programmes technologiques lui permettent une approche pratique de la conformité. Il intervient à l'ÉTS et dans le cadre de conférences sectorielle ou technologique. Vincent est diplômé en Maîtrise gestion de projet de l'ESG, en télécom et en droit public.
Symposium 2019 : Quand l'industrie des technologies se mobilisePMI-Montréal
L’industrie des technologies contribue énormément à l’économie du Québec et au bienêtre de ses citoyens. Toutefois, comment réussir à valoriser davantage les carrières en TI et les programmes d’enseignement y conduisant?
De façon plus générale, comment valoriser les entrepreneurs, les entreprises et leurs innovations? Cette conférence, destinée à tous les acteurs directs et indirects de l’industrie des technologies, portera sur les nombreux défis et sur les opportunités à saisir dans les prochaines années.
Stéphane Ricoul
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Symposium CONF 303 Support strategy in change management for the transformation of the MUHC
1. SUPPORT STRATEGY IN
CHANGE MANAGEMENT –
TRANSFORMATION OF THE MUHC
HUMAN RESOURCES AND ORGANIZATIONAL CULTURE
PMI-MONTREAL 5TH ANNUAL SYMPOSIUM, OCTOBER 8TH, 2014
ROCCO MONTESANO
ASSOCIATE DIRECTOR-HUMAN RESOURCES
AND ORGANIZATIONAL CULTURE
DIRECTORATE
1
2. AGENDA
A few words about the MUHC
The New MUHC
Glen Site
An important transformation
HR’s Training and Organizational Development Department
Change Management
Plan of Action
Union Parity Committee
The C.A.R.E. Model
Training and Orientation Plan of Action
Conclusion
2
3. A few words about the MUHC
Le CUSM, une tradition d’excellence
Six hôpitaux
Un centre de
recherche de
renommée
internationale
Près de 12 000
employés
Des installations à
la fine pointe de la
technologie
Une vision du futur
Les meilleurs soins
pour la vie
Hôpital général de Montréal
Hôpital Royal Victoria
Hôpital de Montréal pour enfants
Hôpital neurologique de Montréal
Institut thoracique de Montréal
Hôpital de Lachine et
Pavillon Camille-Lefebvre
3
4. A few words about the MUHC
The McGill University Heath Centre is an
organization created in 1997 by the first and
most important voluntary fusion of
University Teaching Hospitals in Canada. It is
a universe of activities that all have the same
goal….
The Best Care for Life!
4
5. The New MUHC
New practices, better facilities, latest technology
Redevelopment Project of $ 2,355 billion
Four outstanding hospital sites :
• Glen Site
• Montreal General Hospital
• Lachine Hospital
• Montreal Neurological Hospital
The transformation of the New MUHC requires the
commitment of everyone
5
6. Glen Site
The Glen site will be the new home for:
Montreal Children’s Hospital
Royal Victoria Hospital
Montreal Chest Institute
Research Institute of the MUHC
A New Cancer Centre
Shriner’s Hospitals for Children® - Canada (Not part
of the MUHC)
6
7. Glen Site
The best facilities for our teams:
Consolidation of specialties for maximum efficiency
Related services located next to each other to
promote interdisciplinary collaboration
Increased efficiency and optimization of resources,
faster and more effective care for patients and
better workflow
7
9. Glen Site
Timeline...
Operational plan for startup
• September 30, 2013
Glen site activation
• Since October 1st, 2014
Execution of transfer plan (move)
• Research moves February 10-26, 2015
• RVH moves April 8-26, 2015
• MCH moves May 12-24, 2015
• MGH (certain sectors) June 8-14, 2015
• MCI moves June 8 -14, 2015
9
12. HR’s Training and Organizational
Development Sector: Mandate
Mission:
Offering support in change management, promoting the success
of projects as well as in developing programs focused on
performance and well-being.
Values:
Leadership, competence and innovation
Teamwork and inter-disciplinary
Environment conducive to learning and promoting personnel
strengths
Service and partnership with the customer and his environment
12
14. Change Management
Stress and Change
Sources of stress during change are related to:
Losses: colleagues, status, benefits, internal communication
network, control…
Learning elements
It is important to understand that:
A perceived threat can cause the same reaction as a real
threat
Human beings have limits in their capacity to adapt to
changes which can create a saturation effect (De Meuse &
Mc Daris, 1994)
14
15. Change Management
The Human Side of Change
It is important to have a good understanding of what
change entails:
• Reactions to change are human and to be expected
• Even positive changes cause stress
The managers have a double challenge:
• Adapt to the change
• Help others through their transition
• Managers practices have an important impact on the success
of a change
15
16. Change Management
The Importance of People
Things cannot change without having people
make the expected changes a reality.
Reactions depend on the specificities of the
change, its impact and the way it is managed.
These perceptions are not to be undermined as
they relate to feelings and emotions which vary
greatly during a transition process, and greatly
influence behaviors.
16
17. Change Management
The Purpose of Change Management
Implement change quickly and effectively to:
- Minimize the impact on performance and
mobilisation of personnel
- Avoid turnover and unnecessary loss of employees
- Eliminate negative impact on internal and external
clients
- Successfully achieve the target
17
18. Change Management
Critical Success Factors of Change
Prioritize the human side
Define a clear, stable and legitimate vision of the
change
Demonstrate respect for the past and recognize past
contributions
Be transparent
Practice a visible leadership (walk the talk)
Communicate
Accompany the affected personnel
18
19. PLAN OF ACTION
Context
The MUHC started a large complex transformation
Return to budgetary balance
Redevelopment Plan
New clinical plan
This transformation has important impacts on:
Processes
Information systems
Clinical practices
Structure
People
The expected benefits are huge and the risks are high
19
20. PLAN OF ACTION
Developed by the Human Resources Directorate in
collaboration with the MUHC Transition Support Office
Objectives:
• Support and mobilize people
• Ensure change sustainability
A strategy with six components:
1. Advanced course in change management
2. Practical guide to the New MUHC
3. Workshop and follow-up session in change management in a context
of transition
4. Training groups in change management
5. Clinic in transition project management
6. Coaching in change management
20
21. PLAN OF ACTION
1. Advanced course in Change
Management Support
Is intended to those supporting managers
Objectives:
Develop a common frame of reference in change
management
Understand the human dynamics of change
Identify strategies to facilitate change
Interact with colleagues about their approaches and
tools
21
22. PLAN OF ACTION
2. Practical Guide to the New MUHC
Project Management Approach
Help Managers navigate through the transition
Information about project and change management, tip
sheets
Comprehensive and user friendly step by step information
and tools
Harmonization of clinical practices and HR procedures
Addresses the Human side of the transition
Support to services moving, merging, facing, reorganization of
teams, introducing new practices of work processes
The 6 P’s of transition: People, Practice, Partnerships,
Processes, Physical Environment, Performance
22
23. Plan of Action
Overview of the Steps
1.1 Define what
your transition
entails
1.2 Develop the
project charter
1.3 Form a
transition
workgroup
2.1 Complete an
environmental scan
2.2 Perform a gap
analysis
3.1 Identify your
stakeholders
3.2 Create a
communication
plan
4.1 Define your
objectives,
priorities and
indicators
4.2 Develop an
action plan
4.3 Evaluate the
risks
4.4 Implement
your action plan
5.1 Complete a
lessons learned
exercise
5.2 Celebrate
and close your
files
STEP 1
Initiation
STEP 2
Where you
are now
and where
you are
going
STEP 3
Engaging
people
STEP 4
Planning
and
Delivering
STEP 5
Evaluation
and
Celebration
24. PLAN OF ACTION
3. Workshop and follow-up session in
change management in context of change
Caters to managers
Broadcasted by directorate (natural teams)
Understand what the transition entails in ones
department and managers role
Understand ones role as a leader and his/her resources
Be familiar with the Practical Guide to the New MUHC
Identify strategies to effectively manage a project
Opportunity to voice their concerns and give
guidance
24
25. CHANGE MANAGEMENT STRATEGY:
PLAN OF ACTION
4. Training groups in change management
Caters to managers
Six activities:
Psychological transition and emotional management
Preparing for change
Resistance Management
Influence and political aspects
Teams merger and creation of a common culture
Team Building
25
26. PLAN OF ACTION
5. Clinic in Transition Project Management
A by appointment advisory service for managers
A one or two hour meeting
As needed by the manager, is used to:
Ask questions
To validate
Ask for advice
Provides access to specialists
26
27. CHANGE MANAGEMENT STRATEGY:
PLAN OF ACTION
6. Coaching in Change Management
Personalized service offered continuously by the
change management team in the HRD
For managers and project teams
Advice
Strategies, models and tools
Discussions
Interventions
Example of topics covered:
Planning phase of change
Implementation phase
27
28. PLAN OF ACTION
MUHC 2015: Getting the Pulse
Need to enable managers, supervisors and team
leaders to reach their frontline staff with timely
and accurate information
Gain a better perspective of anxieties and
information gaps
Importance to communicate and the how to!
28
29. Union Parity Committee
A forum for communication and exchange of
information
To discuss issues while finding solutions
To identify and analyse risks which can have an
impact on staff
To develop guiding principles
To assure concerns are addressed
29
30. The C.A.R.E. Model:
Self-care for Better Patient-Care
C.A.R.E. (Connect-Act-Respect and Experience) to
foster resilience and personal coping strategies
while building community well-being
Activities and programs to promote health and
wellness
Corporate Training programs (example: stress relief
workshops, mindfulness)
Corporate Discount Program
Recognition Program
30
31. Training and Orientation
Plan of Action
Develop and delivers a training and orientation
program for approximately 8000 members of the
MUHC community starting in January 2015
Orientation to the new environment and trained on
new equipment and work processes.
Developing and delivering general training and
orientation
Tour guides
Common clinical training sessions
Creating an information booklet, tools, e-learning
Communication Plan of Action
31
32. Conclusion
Change provides new opportunities
Expect reactions to change
Be attentive, available, transparent, engage
Effective communication is key!
Internal support network, do not work in isolation!
Unions are true partners
Importance of wellness, recognition
32